CEO is has a huge ego - was not prepared with any thoughtful questions or structure Feedback was not at all relevant not even applicable to the questions they asked during the session. Senior leaders intimidated by others within the organization and outside - was not a healthy culture despite the facade of perks, office and fake image of we are cool and challenging the telecom industry.
How do you determine whether or not to go to market with a particular feature or not?
They asked a series of questions that I had actually found here on Glassdoor (thank you!) What was your biggest adventure ?
What is your approach to building a roadmap and feature prioritization?
I'm not sure I understand these sets of problems, can you help me understand what sub-problems are? I don't feel that this would be adopted, so how would you change the content here? That solution doesn't seem attractive, so what else did you consider? What if data showed that this was true instead, how would you design this solution?
The interview difficulty was actually impossible, as they asked no interview questions.
Have you done much sales enablement?
Case: Returns - This interview was put forward to me on THREE different interviews as they had lost a previous result, "required" I take the case, scheduled the WRONG case as a repeat, then did all that all over AGAIN.
Who is accountable for product quality?
Why did you leave your last job which was only 1 year in length?
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